Abstract
Open innovation recognizes potential opportunities and advantages gained from leveraging knowledge and innovations found outside an organization‟s formal boundaries. With the intensive use of Internet-based tools, organizations are actively involved in using Open Innovation Platform (OIP) to attract external knowledge. However, developing a company-initiated OIP is a challenging task because usage of OIP depends on the voluntary participation of external users, which makes companies cannot follow the protocol of developing traditional IS. Furthermore, a company's institutional properties may also impact the design company-initiated OIP. In this research, we focus on one type of organizational property, namely power boundary, and explore its impact on the design of a company-initiated OIP over time. From qualitative analysis of two versions of OIP in a single company, we develop a theoretical model depicting how the changes of power boundary of a firm influence the design of a company-initiated OIP over time. This result generates theoretical and empirical insights into the OIP design and power boundary and thus has important implications for both scholars and practitioners.
Recommended Citation
Liang, Yikai; Zhou, Rui; Chen, Jiali; and Wei, Kangning, "THE IMPACT OF POWER BOUNDARY MANAGEMENT ON THE DESIGN OF COMPANY-INITIATED OPEN INNOVATION PLATFORM" (2016). PACIS 2016 Proceedings. 101.
https://aisel.aisnet.org/pacis2016/101